Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Ghasabeh, Mostafa Sayyadi; Provitera, Michael J.

doi:10.22543/0733.102.1187

Cited by 12 publications

(7 citation statements)

References 60 publications

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“…Nikezi et al (2012) stated that transformational and transactional leadership are the new prototypes encouraging the roles and responsibilities creation and process of the organization due to quality effects. Ghasabeh and Provitera (2017) found a positive relationship between TFL and organizational knowledge along with mediating role of organizational culture. Liu and Li (2018) studied that TFL creates a positive influence on employee knowledge-sharing behavior and impacts perceived team identification and goal commitment.…”

Section: Literature Review and Theoretical Underpinningsmentioning

confidence: 83%

How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

Khan

Zubair

et al. 2022

Sage Open

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In this modern world with the growing trend of globalization, cultural and environmental changes, and the increased pace of technological advancements, new challenges have appeared in a tremendous manner. In the wake of these recent trends and complexities alongside the worldwide pandemic (COVID-19), organizations are working to provide a self-motivated and highly engaging environment for employees. The study intends to explore the relationship between Transformational Leadership (TFL) and Work Engagement (WE) with the mediating role of Structural Empowerment (SE) and Process Innovation (PI) during COVID-19. The quantitative research methodology was utilized and a simple random sampling technique was used for collection of data from 360 supervisors of banks in Pakistan using questionnaires. Hypotheses are tested with the help of Structural Equation Modeling (SEM) by using AMOS. By using SEM, confirmatory factor analysis revealed a statistically significant model. Outcomes showed a significant connection among TFL, WE, and PI. However, SE only significantly relates to TFL. Partial mediation through PI was discovered with the presence of a significant indirect path between TFL and WE. In contrast, the mediation of SE is not ascertained due to insignificant indirect effects. The digitally evolving banking industry in Pakistan requires engagement at workplace. The organization must be very much aware of the crucial job of leaders for WE as well as for PI just as the SE of employees. The findings of the study also highlight the importance of best HR practices that should work for creating intangible motivators for boosting WE level.

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Section: Literature Review and Theoretical Underpinningsmentioning

confidence: 83%

How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

Khan

Zubair

et al. 2022

Sage Open

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“…Decision making processes are treated with great openness, good understanding, mutually acceptable practices, and the followers' maturity in order to realize the expected outcomes (Ragnarsson, Kristjánsdóttir & Gunnarsdóttir, 2018). Even though stewardship is one of the servant leadership components that many researchers agree to, yet it is not highly practiced to impact communities in religious nonprofit organizations (Uzohue, Yaya & Akintayo, 2016;Ghasabeh & Provitera, 2017;Alasmari, 2018;Eva et al, 2019). The extracted components and their descriptive scores indicated that the manner in which the dimension of stewardship was practiced formed a pattern that could be clustered into two forms, that tending towards the followers and that geared towards governance requirements by external stakeholders.…”

Section: Discussionmentioning

confidence: 99%

The effect of servant leadership tenets and perceived impact in a community development context

Ogochi

Kilika²,

Oduol³

2022

IJRBS

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The study responded to calls to extend the current understanding of servant leadership into new contexts. The selected context for investigation was the nonprofit sector in Kenya. Three objectives guided the study that sought to establish the servant leadership dimensions adopted, the impact achieved in the target communities and the effect of the dimensions on the level of impact achieved. 365 senior managers were sampled from 73 nonprofit organizations and data was collected on both dimensions of servant leadership and perceived impact in the communities served by the organizations. The study reports that ten attributes of servant leadership are relevant to the sector and are practiced to a moderate extent and this extent of adoption has accomplished a moderate level of impact in the communities served. Four tenets of servant leadership, holistic approach to work, service to others, sense of community and uprightness have a significant effect on the level of impact achieved in the communities. While a holistic approach and service to others have a negative effect, a sense of community and uprightness have a positive effect. The findings raise implications for the servant leadership theory and point to the need to complement its dimensions with the postulates of the situational leadership theory for a more appropriate application in work situations. The findings contribute toward addressing conceptual, theoretical, and empirical gaps found in the extant literature on servant leadership.

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“…Recent advances in KBV research have looked at different aspects of knowledge management, like knowledge creation, storage, and transfer, to expand and explain the theory [16]. Other studies have looked into how corporate culture, structure, and leadership influence knowledge processes [16], [14]. Additionally, researchers have looked at the connection between KBV and creativity, emphasizing the significance of knowledgebased resources in advancing technology and product development.…”

Section: Knowledge-based View Theorymentioning

confidence: 99%

Exploring the Interconnectedness of Supply Chain Management Theories: A Literature Review

Uddin

Habib

Mohamed

2023

ISCTJ

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This literature review presents a systematic review of popular supply chain management (SCM) theories, focusing on their definitions, early development, and contributions to the field. Seven fundamental theories are analyzed in detail: Resource-Based View, Agency Theory, Transaction Cost Theory, Stakeholder Theory, Balanced Scorecard Theory, Knowledge-Based View Theory, and Strategic Choice Theory. The study traces the origins and evolution of these theories, highlighting their unique foundations and the contexts in which they emerged. The review also discusses the fundamental principles and underlying assumptions of each theory, emphasizing their relevance to SCM and the implications for its practice. The review shows how these theories have helped us understand and improve SCM and how they can improve supply chain performance, promote sustainability, and drive innovation. This thorough analysis is a helpful tool for researchers, practitioners, and policymakers who want to learn more about the different theories that continue to shape and inform the field of supply chain management.

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Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Cited by 12 publications

References 60 publications

How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

The effect of servant leadership tenets and perceived impact in a community development context

Exploring the Interconnectedness of Supply Chain Management Theories: A Literature Review

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